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By S. Culley, A. Mileham, R. McIntosh, G. Owen

'Improving Changeover functionality' is key studying for managers, engineers and development practitioners operating in production industries. it is going to additionally turn out useful to unique gear brands and postgraduates and educational researchers alike. expanding value is being put on responsive, versatile manufacture in multi-product commercial environments. the facility to changeover construction amenities either fast and to a excessive typical is a key part of just-in-time and lean production paradigms, that are more and more being followed as companies attempt to compete in state-of-the-art risky and congested markets. at the moment usually adopts the SMED (Single Minute trade of Die) method, a well-established store flooring strategy to enhance changeovers. This ebook takes a tremendous step past the SMED process, via describing in a lot larger element than hitherto the capability function of engineering layout, of either major and non-substantive nature, to augment changeovers. It additionally sincerely units out what larger changeover functionality can give a contribution to enterprise competitiveness, and describes the numerous pitfalls that an development initiative can face. offers total method for changeover improvementIncorporates layout into SMED method prompt via the IMechE magazine of Engineering Manufacture

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Example text

2, which is an extreme case, alludes to some of the difficulties that may arise. 2 Difficulties in achieving product and volume flexibility ± a case study of how things can get out of hand95 A long-established UK press factory manufactures decorative products. The majority of the presses that it uses are relatively small capacity OBI (open-backed inclined) presses. Two examples of its products are `tin' trays and metal sweet boxes. The factory operates from a nineteenth-century multi-storey building that was originally used to mill seed.

Questions are immediately raised in respect of frequent, responsive, small batch manufacture. If greater manufacturing flexibility is aspired to it would be sought, typically, to reduce changeover duration and at the same time conduct more changeovers. Whereas TPM promotes changeover time reduction it does not promote conducting changeovers more frequently. If all changeover losses are rigidly evaluated only in terms of lost equipment availability ± where at the same time it is sought to minimize this loss ± it is likely that manufacturing flexibility will be compromised.

While these 20 Improving Changeover Performance shortcomings prevail, at all levels, manufacturing industry will not be able to embrace completely the opportunities afforded by the new manufacturing philosophies. The contribution of senior managers should not be limited simply to sanctioning a changeover improvement initiative. Senior managers have an important role as part of the overall initiative. This assertion is contrary to many authors' previously expressed opinions that senior managers should have no significant active role to play, and that an improvement initiative essentially should be wholly concentrated upon the shopfloor.

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